Conference Presentations
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From Big Boss to Servant Leader It's fashionable these days to decry the command and control style of management. Although self-organizing teams are all the rage, managers are still responsible for ensuring that teams perform the work that needs to be done and deliver value to the organization. If you are or have been the big boss, you don't just wake up one morning as a different person. Esther Derby shares the servant leader way to think about management that moves from mandate and monitor to guide and support. She explains-and shows you how to avoid-the oscillating “too hands-off/too hands-on” pattern that often follows the decision to eschew command and control management in favor of a more collaborative, supporting model. Join Esther and take back new tools for forging a trust-based relationship between managers and the teams for which they are responsible. |
Esther Derby, Esther Derby Associates, Inc.
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It's the People; It's Always the People Why do we insist on calling people "resources"? If software projects were a factory, people would be fungible-interchangeable equipment just like desks and computers. Because software development is highly creative work and not a manufacturing factory, we need to manage people as human beings, not as tasks or resources. Johanna Rothman describes how to find and develop the right people for your teams and projects-people who fit your culture, share your values, and will become integral parts of your team. She explores what skills make a team great and how great managers model those skills and reward people who use them to help the project. Find out how to empower your team, including protecting it from bad influences, making sure the team has what it needs, and helping team members learn to be accountable to each other. It's the people working in teams-and not their managers-who make software projects successful. |
Johanna Rothman, Rothman Consulting Group, Inc.
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The Risk Management Paradox The road to the financial ruin experienced on Wall Street during the past two years was paved with ineffective risk management strategies. While risk management theory continues to evolve, implementation of that theory often fails, especially when it comes to software. Though most executives readily acknowledge risk management is an essential practice for software projects, few can point to accomplishments and sustainability of their organization’s software risk efforts. Why is it so difficult to build and sustain effective software risk management? Do risk management’s intellectual demands exceed human capability? Are hidden forces thwarting our efforts to build and sustain good practices? Payson Hall describes the human challenges inherent in developing and sustaining an effective risk management program and why many risk management efforts become paradoxical victims of their own success. |
Payson Hall, Catalysis Group
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Mobile Challenges for Project Management: The Project Factors Developing software for mobile apps requires a different mindset from developing for computers. Some concepts transfer directly, but there are many device-related challenges managers must overcome. In part one of this two-part series on mobile challenges, Jonathan Kohl addresses some of the project factors managers should take into account during mobile application development. |
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Weekend Testing Comes to the Americas Inspired by the success of India’s Weekend Testing movement, Michael Larsen saw a need for a group closer to home. The Weekend Testing Americas chapter invites testers from across the Western Hemisphere to join an informal, distributed group of their tester peers to learn and perfect their craft. |
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Reducing Surprise: Another Feature of Good Project Management The portions of projects that are not yet complete occur in the future. Since the future is an uncertain place, there will always be surprises. Some surprises are so obvious that they should hardly be called surprises at all. This is the kind of surprise that project management helps to avoid. |
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I’ve Got Your Back Having similar motivations and processes may help to establish a team, but you and your coworkers won’t be the best teammates you can be until you also have each other’s back. Here, Johanna Rothman and Gil Broza describe valuable approaches to whole-team support, including banking trust and building shared responsibility. |
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Agile vs. Waterfall: The Blue Ocean Explains Why Agile Wins The Blue Ocean Strategy gives important insights regarding how to create new market space in uncontested markets thereby making the competition irrelevant. This strategy can be adopted to explain the significance of agile methodologies as compared to the Waterfall method of software development. |
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Dealing with Troublesome People Have you ever had to contend with a demanding developer? A testy tester? A cantankerous customer? Why oh why do people act that way? Rather than wondering why they act that way, it can be helpful to consider the circumstances that might account for their behavior. |
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Harvesting Stakeholder Perspectives to Organize Your Backlog When Mary Gorman and Ellen Gottesdiener facilitated a game called The Backlog Is in the Eye of the Beholder for the Boston chapter of the International Institute of Business Analysis, both the players and the facilitators learned some important lessons in organizing a project requirements backlog. In this article, they describe the game and what it revealed, including the value of truly knowing your stakeholders. |
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